Governance on the Edge: An Integrated Framework for Managing Tipping Points in Public Administration

The concept of the "tipping point," a critical threshold where a minor change precipitates a disproportionately large and often irreversible systemic shift, has become increasingly central to public administration. However, the academic literature reveals a fundamental conceptual dichotomy, analyzing tipping points either as external threats to be averted or as internal opportunities to be leveraged. This article contributes a novel conceptual framework derived from a Structured Literature Review (SLR) that systematically synthesizes the literature to resolve this tension. By analyzing the conceptual evolution of the "tipping point" through the lens of Complex Adaptive Systems and Resilience Theory, we develop an integrated framework: Tipping Point Governance. This framework unifies two core functions: strengthening system stability to avert negative tipping points (Threshold Resilience Management) and strategically orchestrating interventions to induce positive, transformative change (Transformation Orchestration). This dualistic approach provides a coherent analytical tool for public organizations.